Escorts Kubota Limited (ESCORTS) — Defensive Interval Ratio
Escorts Kubota Limited (ESCORTS) has a Defensive Interval Ratio of 1102 days as of September 2025. Defensive assets of Rs87.22 Billion (cash Rs20.13 Billion, short-term investments Rs51.46 Billion, receivables Rs15.63 Billion) cover 1102 days of daily cash needs of Rs79.14 Million/day. Check Escorts Kubota Limited tangible book value ratio to evaluate the tangible quality of the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Escorts Kubota Limited Defensive Interval Ratio (2004–2025)
This chart shows how Escorts Kubota Limited's Defensive Interval Ratio has evolved across 21 annual periods from 2004 to 2025. As of September 2025, the ratio stands at 1102 days, meaning defensive assets of Rs87.22 Billion can fund 1102 days of operations without new revenue. Also explore Escorts Kubota Limited annual equity growth to track the company's year-over-year net asset growth rate.
Annual Defensive Interval Ratio for Escorts Kubota Limited (2004–2025)
The table below presents the year-by-year Defensive Interval Ratio for Escorts Kubota Limited from 2004 to 2025, covering 21 annual filings. Each row shows defensive assets, daily cash need, the DIR in days, and the change in days compared to the prior year. For live market cap and the full company financial profile, see how much is Escorts Kubota Limited worth.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 666 days | Rs45.42 Billion | Rs68.16 Million/day | Rs2.91 Billion | Rs29.12 Billion | ▼ -147 days |
| 2024 | 814 days | Rs41.73 Billion | Rs51.29 Million/day | Rs1.23 Billion | Rs28.77 Billion | ▲ +133 days |
| 2023 | 680 days | Rs31.97 Billion | Rs47.01 Million/day | Rs1.10 Billion | Rs18.98 Billion | ▼ -785 days |
| 2022 | 1465 days | Rs54.41 Billion | Rs37.14 Million/day | Rs430.90 Million | Rs45.92 Billion | ▲ +725 days |
| 2021 | 740 days | Rs34.39 Billion | Rs46.44 Million/day | Rs590.20 Million | Rs27.20 Billion | ▲ +438 days |
| 2020 | 303 days | Rs14.73 Billion | Rs48.64 Million/day | Rs493.10 Million | Rs6.53 Billion | ▲ +43 days |
| 2019 | 260 days | Rs13.65 Billion | Rs52.57 Million/day | Rs38.70 Million | Rs4.10 Billion | ▲ +3 days |
| 2018 | 257 days | Rs11.86 Billion | Rs46.14 Million/day | Rs424.80 Million | Rs5.39 Billion | ▲ +87 days |
| 2017 | 170 days | Rs6.85 Billion | Rs40.19 Million/day | Rs0.00 | Rs2.15 Billion | ▲ +48 days |
| 2016 | 122 days | Rs4.49 Billion | Rs36.73 Million/day | Rs- | Rs736.60 Million | ▲ +12 days |
| 2015 | 110 days | Rs4.20 Billion | Rs38.02 Million/day | Rs- | Rs52.40 Million | ▼ -42 days |
| 2014 | 152 days | Rs5.93 Billion | Rs38.97 Million/day | Rs- | Rs44.60 Million | ▲ +3 days |
| 2012 | 150 days | Rs6.27 Billion | Rs41.96 Million/day | Rs- | Rs58.30 Million | ▼ -213 days |
| 2011 | 363 days | Rs12.06 Billion | Rs33.24 Million/day | Rs- | Rs3.29 Billion | ▼ -6 days |
| 2010 | 369 days | Rs10.56 Billion | Rs28.62 Million/day | Rs- | Rs3.02 Billion | ▲ +67 days |
| 2009 | 302 days | Rs8.42 Billion | Rs27.91 Million/day | Rs- | Rs1.96 Billion | ▼ -63 days |
| 2008 | 365 days | Rs10.46 Billion | Rs28.66 Million/day | Rs- | Rs2.90 Billion | ▲ +142 days |
| 2007 | 223 days | Rs5.72 Billion | Rs25.68 Million/day | Rs- | Rs2.61 Billion | ▼ -26 days |
| 2006 | 249 days | Rs7.36 Billion | Rs29.58 Million/day | Rs- | Rs2.19 Billion | ▼ -83 days |
| 2005 | 332 days | Rs5.68 Billion | Rs17.09 Million/day | Rs- | Rs2.04 Billion | ▼ -256 days |
| 2004 | 588 days | Rs8.28 Billion | Rs14.09 Million/day | Rs- | Rs2.35 Billion | — |